the look ahead - the official website of the city of ...€¦ · in october 2018, the city of...
TRANSCRIPT
After taking office, Mayor Woodfin charged his team with the responsibility of developing a strategic plan that would refine, yet include much of the community’s input as well as his own ideas and promises for progress in Birmingham. In October 2018, the City of Birmingham’s Strategic Plan, The Woodfin Way, was published presenting a clear path forward for the city. Since this publication, the Woodfin administration has been working diligently to ensure there is transparency and communication concerning the progress of all strategic initiatives. Enclosed is an update on all 92 strategic initiatives that make up the Woodfin Way’s six goals.
THE LOOK AHEADMayor Randall Woodfin’s Strategic Plan offers a clear path for progress in Birmingham. But, let’s be honest -- the road ahead is not likely to be straight. It will be filled with unanticipated challenges and timely opportunities that will affect the successful outcomes across all six strategic goals. This plan is intended to keep us focused when those challenges and opportunities arise.
Mayor Woodfin has charged our team with growing transparency and communication efforts around strategic initiatives. Therefore, much of our energy over the next few months will be about working to offer additional information that will allow the public to see where we are in our strategic initiatives on a more frequent basis.
In the meantime, there are a number of City-related transformational projects underway that will have a generationalimpact on our City. Birmingham is on the move! It is our goal to ensure it moves with and for the people that helped get us where we aretoday.
Finally, you can expect periodic updates on the progress of the strategic initiatives listed herein at www.birminghamal.gov/strategy. We will also provide another update in October 2019. In the meantime, please reach me directly [email protected] or (205) 254-2609 with questions, comments, or ideas for our Strategic Plan and relatedefforts.
Putting People First,
Ed FieldsSenior Advisor & Chief StrategistCity of Birmingham, Mayor’s Office
CONTACT US
THE TEAM
Transportation James Fowler Director [email protected] 205-254-2622
911 Greg Silas Director [email protected] 205-254-2835
Birmingham Museum of Art Graham Boettcher Director [email protected] 205-297-8048
Historic Boutwell Auditorium Faye Oates Commissioner [email protected] 205-279-8954
Negro Southern Alicia Johnson Williams Director [email protected] 205-581-3040League Museum
Arlington House & Gardens Toby H. Richards Director [email protected] 205-254-2599
Sloss Furnaces Karen Utz Interim Director [email protected] 205-254-2281
Southern Museum of Flight Brian Barsanti Executive Director [email protected] 205-833-8226
Department/ Name Title Email PhoneDivision
Americans with Disabilities (ADA)Division of Youth ServicesInternal AuditOffice of Capital ProjectsOffice of Customer ServiceOffice of Sports & EntertainmentOffice of Grants & Strategic Partnerships
Negro Southern League MuseumArlington HouseMuseum of ArtPublic LibrarySloss FurnacesSouthern Museum of Flight
Birmingham CrossplexFire & RescueBoutwell AuditoriumCommunity DevelopmentEquipment ManagementFinanceMunicipal CourtPlanning, Engineering & Permits (PEP)Public WorksTransportation
Mayor
Chief Strategist
Office of Public InformationSocial Justice & Racial EquityCultural PreservationPEACE & Policy
Chief OperatingOfficer
Chief of Staff
Divisions ofMayorʼs Office
Agencies
Mayorʼs OfficeCity ClerkCity AttorneyPolice DepartmentIntergovernmental AffairsInnovation & Economic OpportunityInformation Management Systems (IMS)Human Resources911
Goal 1: Safe, Secure and Sustainable CommunitiesActively recruit lateral transfers of current officers
Assess community preparedness and disaster recovery plansAssess the development of a Civilian Oversight Board
Complete highest and best reuse analysis for blighted properties Develop a Citywide Sustainability Plan and Additional Watershed Protection Plans
Expand foot patrols in key neighborhoods and precinctsImplement 10-hour work schedule to include “specialized units”
Increase academy classes from 2 to 3 per yearPerform assessment of city code enforcement
Increase investment for streets, potholes, sidewalks, and streetscaping Develop and adopt Neighborhood Revitalization PlansEstablish 2 Neighborhood Revitalization Teams (NRTs)
Increase investment for weed abatement, demolition, and land banking Install and maintain LED street lighting
Engage the community in creating a foundation for bereavement support of police officersCombine units to increase detectives, expand coverage, and reduce caseload
Leverage approved grants to increase foot beat and bicycle patrolsImplement rehire program bringing back retired officers
Develop a comprehensive neighborhood revitalization planCreate a modernization plan of Birmingham Police equipment and technology
Conduct an assessment to optimize recycling collection Expand the Birmingham Police force to 1,000 officers
Develop a public safety planContinue disaster preparedness education and awareness efforts
Complete or update community disaster protection or mitigation plans or projects
Proj
ect S
tatu
s
Project Status
GOAL 125 Initiatives associated with The Woodfin Plan
(1) Pre-Initiation
(4) Initiate the Project
(5) Perform Project Planning
(11) Execute Project Work
(4) Project Completed
www.birminghamal.gov/strategy
CONTACT USDepartment/ Name Title Email PhoneDivisionMayor’s Office Cedric Sparks Chief of Staff [email protected] 205-254-2285
Mayor’s Office Kevin Moore Chief of Operations [email protected] 205-254-2320
Mayor’s Office Ed Fields Chief Strategist [email protected] 205-254-2609
PEACE & Policy Brandon Johnson Director [email protected] 205-254-2740
Customer Service Alicia Lumpkin Director [email protected] 205-297-8085
Grants & Strategic TaShauna Goldsby Director [email protected] 205-254-2482Partnerships
Capital Projects Andre Bittas Director [email protected] 205-254-2634
Public Information Rick Journey Director [email protected] 205-254-2368
Youth Services Galvin Billups Director [email protected] 205-320-0879
Social Justice & Denise Gilmore Sr. Director [email protected] 205-254-2623Racial Equity
Governmental Affairs Earl Hilliard, Jr. Sr. Director [email protected] 205-254-2501
Sports & Entertainment Faye Oates Commissioner [email protected] 205-279-8954
ADA Compliance Linda Coleman-Madison Administrator [email protected] 205-254-2623
Birmingham Public Library Floyd Council Director [email protected] 205-226-3616
Office of the City Clerk Lee Frazier City Clerk [email protected] 205-254-2298
Office of the City Attorney Nicole King City Attorney [email protected] 205-254-2370
Community Development Nigel Roberts Director [email protected] 205-254-2723
Land Bank Authority Eric Fancher Administrator [email protected] 205-297-8330
Equipment Management Cedric Roberts Director [email protected] 205-254-6300
Finance Lester Smith Director [email protected] 205-254-2205
Fire & Rescue Ross Sheffield Acting Chief [email protected] 205-254-2766
Human Resources Jill Madajczyk Director [email protected] 205-254-2306
Innovation & Josh Carpenter Director [email protected] 205-254-2657Economic Opportunity
Internal Audit Terry Burney Director [email protected] 205-254-2388
Information Management Patrick McLendon Director [email protected] 205-254-2812Services
Municipal Court Andra D.Sparks Presiding Judge [email protected] 205-297-8259
Park & Recreation Shonae Eddins Director [email protected] 205-714-8671
Planning, Engineering, Edwin Revell Director [email protected] 205-254-2470Permits
Police Patrick Smith Chief [email protected] 205-254-2353
Public Works Walter Gibbins Director [email protected] 205-254-6500
Goal 2: Healthy, Thriving and Diverse NeighborhoodsAssess the development of Citizen Participatory Budgeting process
Complete construction of planned community saferooms
Complete the development of a Complete Streets Program
Complete the development of neighborhood scorecards
Increase participation in the City’s revolving loan program
Promote curbside recycling
Develop neighborhood revitalization plans
Establish criteria for City funding on street and sidewalk maintenance and improvements
Implement additional neighborhood rezoning and regulating plans
Develop policy that promotes high density transit-oriented development
Partner with housing developers to increase construction of affordable housing
“Develop a program that attracts and retains residents to purchase Birmingham homes”
Establish a master agreement toward the development of collaborative programs for neighborhood
revitalization
Secure funding to implement watershed protection and disaster mitigation
Development small business incentives to aggressively recruit grocery stores
Complete city-wide transportation and sidewalk master plans
Create Citizens Engagement & Empowerment Program for City residents
Build priority trail projects along the Red Rock Ridge and Valley Trail System
Build the capacity of Community-Based Organizations
Collaborate with BJCTA to develop a formal agreement for increased accountability and City fund use
Proj
ect S
tatu
sGOAL 220 Initiatives associated with The Woodfin Plan
Project Status
(1) Pre-Initiation
(3) Initiate the Project
(7) Perform Project Planning
(8) Execute Project Work
(1) Project Completed
Goal 6: Global, Legacy Leadership Partner for Equity and Social Justice
Create the Mayor’s Office of Reentry Services to develop and implement “wraparound” programs to
reduce recidivism
Establish an Office of Racial Equity and Social Justice
Generate a plan to increase access to Wi-Fi in all Birmingham 99 neighborhoods
“Assess and propose proactive solutions to Health Disparities”
Promote and nurture democratic practices to strengthen communities
Assess the development a Percent for Art program
Identify ways to support local artists and the community through exposure, education, and experiences
with art and culture
Project Status
Proj
ect S
tatu
sGOAL 67 Initiatives associated with The Woodfin Plan
(2) Pre-Initiation
(3) Initiate the Project
(0) Perform Project Planning
(1) Execute Project Work
(1) Project Completed
Goal 3: High-Performing 21st Century Education and Workforce Development Systems
Partner with Birmingham City Schools and other partners to establish early childhood learning centers
Align existing DYS co-op programs with partners, industry leaders, and workforce pipeline goals
Develop a city-wide Internship Program to help the City retain young talent
Develop Talent Cultivation Plan for residents who have encountered the justice system
Expand and enhance youth workforce development programs through the Mayor’s Division of Youth
Services
Invest in re-skilling and up-skilling programs
Align business and colleges to improve coordination, provide efficient services, and fill service gaps
Collaborate with the Birmingham Public Library to leverage the BPL resources in areas program
expansion
Formalize and codify the relationship between Mayor’s Office and Birmingham City Schools
Work with partners in education and industry to create STEM and Business exposure opportunities for
students
Explore an incentive program to encourage graduating students to stay in the City of Birmingham
Develop a talent acceleration program to encourage companies to hire local atalent within their
organizations
Create an annual assessment of demand-driven occupations to facilitate hiring
Define cluster-based growth strategies to develop a system for investing in talent to grow the sector
Partner with the Board of Education so that every student graduates with a diploma and an Alabama
Career Readiness Certificate
Develop the “Shuttlesworth Opportunity Scholarship” which would provide for debt free community
college for Birmingham Public School students
Proj
ect S
tatu
sGOAL 316 Initiatives associated with The Woodfin Plan
Project Status
(2) Pre-Initiation
(2) Initiate the Project
(8) Perform Project Planning
(3) Execute Project Work
(1) Project Completed
www.birminghamal.gov/strategy
Goal 5: Highly Effective, People First, Smart Government Implement a financial oversight program
Implement plan to adequately fund pension and other post-employment benefit plans
Redesign hiring process through a renewed partnership with the Jefferson County Personnel Board
Address the structural deficit in the General Fund
Conduct an annual review of all bank accounts to ensure that the City is securing the best rates and
structure
Evaluate and move 311 to a resident-facing department to achieve greater customer service and
accessibility
Evaluate overtime spending and staffing requirements for City Departments
Implement an employee performance management system across all City Departments
Produce semi-annual report featuring progress towards goals for the City’s Strategic Plans
Create a Taskforce to assess resource optimization by work with other regional entities
Create and implement a cash flow forecasting model/dashboard of financial indicators
Reduce City cost of insurance, construction, repairs & maintenance, professional fees, utilities,
technology, jail & rental expenses
Redefine City organizational structure to increase efficiencies and reduce duplication of services
Implement technology solutions in the Office of the City Attorney to alleviate workloadand to improve
services Identify procedures to make business licensing, permitting and procurement,
more user-friendly
(2) Pre-Initiation
(0) Initiate the Project
(7) Perform Project Planning
(5) Execute Project Work
(1) Project CompletedProj
ect S
tatu
sGOAL 515 Initiatives associated with The Woodfin Plan
Project StatusGoal 4: Innovative and Inclusive Economy Supported, Shared, and Served by All
Develop supplier diversity and minority participation scorecards
Establish and implement a historically disadvantaged business accelerator
Launch Office of Business Opportunity
Develop and implement an “Opportunity Tax Credit”
Create programs to increase the number of shared work spaces and accelerators
Improve responsiveness to business issues by expanding the City’s business retention program
Convert city-owned community centers into “Opportunity Centers” offering services to unemployed/
underemployed residents
Partner with community-minded organizations to address transit, equity, poverty, affordable housing,
and homelessness
Strengthen assistance for minority, women, and disadvantaged businesses seeking procurement
opportunities
Project Status
Proj
ect S
tatu
sGOAL 49 Initiatives associated with The Woodfin Plan
(4) Pre-Initiation
(2) Initiate the Project
(1) Perform Project Planning
(2) Execute Project Work
(0) Project Completed
Goal 5: Highly Effective, People First, Smart Government Implement a financial oversight program
Implement plan to adequately fund pension and other post-employment benefit plans
Redesign hiring process through a renewed partnership with the Jefferson County Personnel Board
Address the structural deficit in the General Fund
Conduct an annual review of all bank accounts to ensure that the City is securing the best rates and
structure
Evaluate and move 311 to a resident-facing department to achieve greater customer service and
accessibility
Evaluate overtime spending and staffing requirements for City Departments
Implement an employee performance management system across all City Departments
Produce semi-annual report featuring progress towards goals for the City’s Strategic Plans
Create a Taskforce to assess resource optimization by work with other regional entities
Create and implement a cash flow forecasting model/dashboard of financial indicators
Reduce City cost of insurance, construction, repairs & maintenance, professional fees, utilities,
technology, jail & rental expenses
Redefine City organizational structure to increase efficiencies and reduce duplication of services
Implement technology solutions in the Office of the City Attorney to alleviate workloadand to improve
services Identify procedures to make business licensing, permitting and procurement,
more user-friendly
(2) Pre-Initiation
(0) Initiate the Project
(7) Perform Project Planning
(5) Execute Project Work
(1) Project CompletedProj
ect S
tatu
sGOAL 515 Initiatives associated with The Woodfin Plan
Project StatusGoal 4: Innovative and Inclusive Economy Supported, Shared, and Served by All
Develop supplier diversity and minority participation scorecards
Establish and implement a historically disadvantaged business accelerator
Launch Office of Business Opportunity
Develop and implement an “Opportunity Tax Credit”
Create programs to increase the number of shared work spaces and accelerators
Improve responsiveness to business issues by expanding the City’s business retention program
Convert city-owned community centers into “Opportunity Centers” offering services to unemployed/
underemployed residents
Partner with community-minded organizations to address transit, equity, poverty, affordable housing,
and homelessness
Strengthen assistance for minority, women, and disadvantaged businesses seeking procurement
opportunities
Project Status
Proj
ect S
tatu
sGOAL 49 Initiatives associated with The Woodfin Plan
(4) Pre-Initiation
(2) Initiate the Project
(1) Perform Project Planning
(2) Execute Project Work
(0) Project Completed
Goal 6: Global, Legacy Leadership Partner for Equity and Social Justice
Create the Mayor’s Office of Reentry Services to develop and implement “wraparound” programs to
reduce recidivism
Establish an Office of Racial Equity and Social Justice
Generate a plan to increase access to Wi-Fi in all Birmingham 99 neighborhoods
“Assess and propose proactive solutions to Health Disparities”
Promote and nurture democratic practices to strengthen communities
Assess the development a Percent for Art program
Identify ways to support local artists and the community through exposure, education, and experiences
with art and culture
Project Status
Proj
ect S
tatu
sGOAL 67 Initiatives associated with The Woodfin Plan
(2) Pre-Initiation
(3) Initiate the Project
(0) Perform Project Planning
(1) Execute Project Work
(1) Project Completed
Goal 3: High-Performing 21st Century Education and Workforce Development Systems
Partner with Birmingham City Schools and other partners to establish early childhood learning centers
Align existing DYS co-op programs with partners, industry leaders, and workforce pipeline goals
Develop a city-wide Internship Program to help the City retain young talent
Develop Talent Cultivation Plan for residents who have encountered the justice system
Expand and enhance youth workforce development programs through the Mayor’s Division of Youth
Services
Invest in re-skilling and up-skilling programs
Align business and colleges to improve coordination, provide efficient services, and fill service gaps
Collaborate with the Birmingham Public Library to leverage the BPL resources in areas program
expansion
Formalize and codify the relationship between Mayor’s Office and Birmingham City Schools
Work with partners in education and industry to create STEM and Business exposure opportunities for
students
Explore an incentive program to encourage graduating students to stay in the City of Birmingham
Develop a talent acceleration program to encourage companies to hire local atalent within their
organizations
Create an annual assessment of demand-driven occupations to facilitate hiring
Define cluster-based growth strategies to develop a system for investing in talent to grow the sector
Partner with the Board of Education so that every student graduates with a diploma and an Alabama
Career Readiness Certificate
Develop the “Shuttlesworth Opportunity Scholarship” which would provide for debt free community
college for Birmingham Public School students
Proj
ect S
tatu
sGOAL 316 Initiatives associated with The Woodfin Plan
Project Status
(2) Pre-Initiation
(2) Initiate the Project
(8) Perform Project Planning
(3) Execute Project Work
(1) Project Completed
www.birminghamal.gov/strategy
CONTACT USDepartment/ Name Title Email PhoneDivisionMayor’s Office Cedric Sparks Chief of Staff [email protected] 205-254-2285
Mayor’s Office Kevin Moore Chief of Operations [email protected] 205-254-2320
Mayor’s Office Ed Fields Chief Strategist [email protected] 205-254-2609
PEACE & Policy Brandon Johnson Director [email protected] 205-254-2740
Customer Service Alicia Lumpkin Director [email protected] 205-297-8085
Grants & Strategic TaShauna Goldsby Director [email protected] 205-254-2482Partnerships
Capital Projects Andre Bittas Director [email protected] 205-254-2634
Public Information Rick Journey Director [email protected] 205-254-2368
Youth Services Galvin Billups Director [email protected] 205-320-0879
Social Justice & Denise Gilmore Sr. Director [email protected] 205-254-2623Racial Equity
Governmental Affairs Earl Hilliard, Jr. Sr. Director [email protected] 205-254-2501
Sports & Entertainment Faye Oates Commissioner [email protected] 205-279-8954
ADA Compliance Linda Coleman-Madison Administrator [email protected] 205-254-2623
Birmingham Public Library Floyd Council Director [email protected] 205-226-3616
Office of the City Clerk Lee Frazier City Clerk [email protected] 205-254-2298
Office of the City Attorney Nicole King City Attorney [email protected] 205-254-2370
Community Development Nigel Roberts Director [email protected] 205-254-2723
Land Bank Authority Eric Fancher Administrator [email protected] 205-297-8330
Equipment Management Cedric Roberts Director [email protected] 205-254-6300
Finance Lester Smith Director [email protected] 205-254-2205
Fire & Rescue Ross Sheffield Acting Chief [email protected] 205-254-2766
Human Resources Jill Madajczyk Director [email protected] 205-254-2306
Innovation & Josh Carpenter Director [email protected] 205-254-2657Economic Opportunity
Internal Audit Terry Burney Director [email protected] 205-254-2388
Information Management Patrick McLendon Director [email protected] 205-254-2812Services
Municipal Court Andra D.Sparks Presiding Judge [email protected] 205-297-8259
Park & Recreation Shonae Eddins Director [email protected] 205-714-8671
Planning, Engineering, Edwin Revell Director [email protected] 205-254-2470Permits
Police Patrick Smith Chief [email protected] 205-254-2353
Public Works Walter Gibbins Director [email protected] 205-254-6500
Goal 2: Healthy, Thriving and Diverse NeighborhoodsAssess the development of Citizen Participatory Budgeting process
Complete construction of planned community saferooms
Complete the development of a Complete Streets Program
Complete the development of neighborhood scorecards
Increase participation in the City’s revolving loan program
Promote curbside recycling
Develop neighborhood revitalization plans
Establish criteria for City funding on street and sidewalk maintenance and improvements
Implement additional neighborhood rezoning and regulating plans
Develop policy that promotes high density transit-oriented development
Partner with housing developers to increase construction of affordable housing
“Develop a program that attracts and retains residents to purchase Birmingham homes”
Establish a master agreement toward the development of collaborative programs for neighborhood
revitalization
Secure funding to implement watershed protection and disaster mitigation
Development small business incentives to aggressively recruit grocery stores
Complete city-wide transportation and sidewalk master plans
Create Citizens Engagement & Empowerment Program for City residents
Build priority trail projects along the Red Rock Ridge and Valley Trail System
Build the capacity of Community-Based Organizations
Collaborate with BJCTA to develop a formal agreement for increased accountability and City fund use
Proj
ect S
tatu
sGOAL 220 Initiatives associated with The Woodfin Plan
Project Status
(1) Pre-Initiation
(3) Initiate the Project
(7) Perform Project Planning
(8) Execute Project Work
(1) Project Completed
CONTACT US
THE TEAM
Transportation James Fowler Director [email protected] 205-254-2622
911 Greg Silas Director [email protected] 205-254-2835
Birmingham Museum of Art Graham Boettcher Director [email protected] 205-297-8048
Historic Boutwell Auditorium Faye Oates Commissioner [email protected] 205-279-8954
Negro Southern Alicia Johnson Williams Director [email protected] 205-581-3040League Museum
Arlington House & Gardens Toby H. Richards Director [email protected] 205-254-2599
Sloss Furnaces Karen Utz Interim Director [email protected] 205-254-2281
Southern Museum of Flight Brian Barsanti Executive Director [email protected] 205-833-8226
Department/ Name Title Email PhoneDivision
Americans with Disabilities (ADA)Division of Youth ServicesInternal AuditOffice of Capital ProjectsOffice of Customer ServiceOffice of Sports & EntertainmentOffice of Grants & Strategic Partnerships
Negro Southern League MuseumArlington HouseMuseum of ArtPublic LibrarySloss FurnacesSouthern Museum of Flight
Birmingham CrossplexFire & RescueBoutwell AuditoriumCommunity DevelopmentEquipment ManagementFinanceMunicipal CourtPlanning, Engineering & Permits (PEP)Public WorksTransportation
Mayor
Chief Strategist
Office of Public InformationSocial Justice & Racial EquityCultural PreservationPEACE & Policy
Chief OperatingOfficer
Chief of Staff
Divisions ofMayorʼs Office
Agencies
Mayorʼs OfficeCity ClerkCity AttorneyPolice DepartmentIntergovernmental AffairsInnovation & Economic OpportunityInformation Management Systems (IMS)Human Resources911
Goal 1: Safe, Secure and Sustainable CommunitiesActively recruit lateral transfers of current officers
Assess community preparedness and disaster recovery plansAssess the development of a Civilian Oversight Board
Complete highest and best reuse analysis for blighted properties Develop a Citywide Sustainability Plan and Additional Watershed Protection Plans
Expand foot patrols in key neighborhoods and precinctsImplement 10-hour work schedule to include “specialized units”
Increase academy classes from 2 to 3 per yearPerform assessment of city code enforcement
Increase investment for streets, potholes, sidewalks, and streetscaping Develop and adopt Neighborhood Revitalization PlansEstablish 2 Neighborhood Revitalization Teams (NRTs)
Increase investment for weed abatement, demolition, and land banking Install and maintain LED street lighting
Engage the community in creating a foundation for bereavement support of police officersCombine units to increase detectives, expand coverage, and reduce caseload
Leverage approved grants to increase foot beat and bicycle patrolsImplement rehire program bringing back retired officers
Develop a comprehensive neighborhood revitalization planCreate a modernization plan of Birmingham Police equipment and technology
Conduct an assessment to optimize recycling collection Expand the Birmingham Police force to 1,000 officers
Develop a public safety planContinue disaster preparedness education and awareness efforts
Complete or update community disaster protection or mitigation plans or projects
Proj
ect S
tatu
s
Project Status
GOAL 125 Initiatives associated with The Woodfin Plan
(1) Pre-Initiation
(4) Initiate the Project
(5) Perform Project Planning
(11) Execute Project Work
(4) Project Completed
www.birminghamal.gov/strategy
After taking office, Mayor Woodfin charged his team with the responsibility of developing a strategic plan that would refine, yet include much of the community’s input as well as his own ideas and promises for progress in Birmingham. In October 2018, the City of Birmingham’s Strategic Plan, The Woodfin Way, was published presenting a clear path forward for the city. Since this publication, the Woodfin administration has been working diligently to ensure there is transparency and communication concerning the progress of all strategic initiatives. Enclosed is an update on all 92 strategic initiatives that make up the Woodfin Way’s six goals.
THE LOOK AHEADMayor Randall Woodfin’s Strategic Plan offers a clear path for progress in Birmingham. But, let’s be honest -- the road ahead is not likely to be straight. It will be filled with unanticipated challenges and timely opportunities that will affect the successful outcomes across all six strategic goals. This plan is intended to keep us focused when those challenges and opportunities arise.
Mayor Woodfin has charged our team with growing transparency and communication efforts around strategic initiatives. Therefore, much of our energy over the next few months will be about working to offer additional information that will allow the public to see where we are in our strategic initiatives on a more frequent basis.
In the meantime, there are a number of City-related transformational projects underway that will have a generationalimpact on our City. Birmingham is on the move! It is our goal to ensure it moves with and for the people that helped get us where we aretoday.
Finally, you can expect periodic updates on the progress of the strategic initiatives listed herein at www.birminghamal.gov/strategy. We will also provide another update in October 2019. In the meantime, please reach me directly [email protected] or (205) 254-2609 with questions, comments, or ideas for our Strategic Plan and relatedefforts.
Putting People First,
Ed FieldsSenior Advisor & Chief StrategistCity of Birmingham, Mayor’s Office
